CAPSTONE COURSE

1. CAPSTONE COURSE Class Study Guide

2. Most Common Reasons Officers get in Trouble

3. Greed • Anger • Lust • Peer Pressure

4. 3 Ways to Reduce Risk

5. System, Customer Service and Accountability • Systems: Policies and procedures that are continuously TRAINED and TESTED ON. • A) The DUI Rule: - Design, Updated and ImplementedB) Why we don’t take systems seriously: – Arrogance: Rules don’t apply to me. – Ignorance: I have no idea what the rules are. – Complacency: I’ve always done it this way

6. System, Customer Service and Accountability • 2) Customer Service: In Law Enforcement our goal should be to create local customers not just customer satisfaction. A loyal customer will remember you and your agency in a jury room or a budget hearing. A) Get this done right the first time B) Treat people right at the time C) Add in the WOW factor whenever possible. • 3) Accountability: Be ethical or lose integrity, public trust and subsequently everything. Accountability starts at the top, so refuse to be mediocre. “The major cause of a lack of integrity in America’s Law Enforcement Officers is mediocrity.” -Cmdr Russ Swope, D.C. Police

7. Leadership Test:

8. Am I doing the right thing • At the right time • In the right way • For the right reasons

9. John C. Maxwell 5 Levels of Leadership

10. 1) Position–(Rights) People follow you because they have to • 2) Permission – (Relationships) People follow you because they want to • 3) Production – (Results) People follow you because of what you have done for the organization • 4) PeopleDevelopment – (Reproduction) People follow you because of what you have done for them • 5) Pinnacle – (Respect) People follow you because of who you are and what you represent.

11. 8 Universal Laws of Leadership

12. 1) Maintain Absolute Integrity (Keep your word, Choose the harder right over the easier wrong, Guard your principles, do the right thing) • 2) Know your Stuff (Know your people, Learn from the bottom up, learn from every experience and Learn from your subordinates and NEVER stop learning) • 3) Declare Your Expectations (Make your expectations clear and compelling, Develop a Plan, Promote your Expectations, Implement your Plan, Listen to Feedback and adjust your strategy, Be Faithful to your Expectations)

13. 4) Show Uncommon Commitment (Meet your follows face to face, make a public commitment, keep going when the going gets rough, think outside the box…, Accept the risk that goes with your commitment) • 5) Expect Positive Results (Develop your self confidence, Become a positive thinker, Visualize the results you want to achieve and Maintain your Enthusiasm) • 6) Take Care of your People (Be the leader when things go wrong, Give your peoples needs the priority, Really Care, Take Responsibility and Share the Gains)

14. 7) Put Duty Before Self (Focus on the mission, Rejoice in the success of others, Consider yourself Last, Share the Pain, Demonstrate High Moral Courage) • 8) Get out front (Go where the action is {but don’t go first}, Set the example, Be willing to do anything you ask others to do, take charge when necessary and Be an up front leader)

15. Differences between Managers and Leaders

16. Managers • -Administer, copy, maintain, focus on systems, rely on control, short view • -Bottom Line View, imitate, accept status quo, do things right • Leaders • -Innovate, originals, develop, focus on people, inspire trust, long view • -Horizon View, Originates, Challenge status quo, Do the right things

17. Management Leaders Mistakes

18. 1) Lack of personal discipline • 2) Poor time management • 3) Failure to have a vision of projects • 4) No goals • 5) Being too strict or too lenient • 6) Poor uniformed judgment • 7) Lack of communication skills • 8) Lack of organizational skills

19. Ways to Avoid and Reduce Stress

20. 1) Make a decision • 2) Don’t take it personally • 3) Don’t give it more value than it deserves • 4) Clear your mind at night • 5) Do something mindless (cut the grass) • 6) Choose to be better or you’ll be bitter. • 7) Winners make choices…. Losers take chances

21. Liability Issues for Management

22. Negligent Appointment or Hiring: Failure to safeguard against a person clearly unfit to be an officer by not appropriately screening candidates or hiring someone known to be unfit. • Negligent Retention: Failure to discipline or terminate an employee found unsuitable for law enforcement or failure to address “problem officers”. • Negligent Assignment: Failure to remove an unfit employee from a sensitive position or assigning him/her to a position that they are unfit for. • Negligent supervision: Failure to supervise subordinates whose actions may lead to a violation of Section 1983 by Federal Law

23. Failure to direct: Failure to inform employees of specific requirements and limitations of job. • Negligent Entrustment: Failure to control or supervise employee’s use of equipment or facilities to which the employee has access. • Negligent Training: Failure to adequately train an employee in the skills and expertise expected of an officer

24. Evaluating Decisions

25. - Are they consistent with agency mission? • - Are they legal, ethical, practical and cost effective • - Are they acceptable with those who will implement the decision? • - Are there local political or attitudinal constraints that might impede on the decision?

26. Six Step Method for Successful Discipline/Discharge

27. Show employee was adequately trained Show that employee received adequate supervision and had suitable equipment Show employee’s performance was judged against a reasonable job standard Show that the employee knew the standards Show a direction of progressive discipline and retraining Show that the disciplinary actions were the results of lack of performance

28. Essentials that Employees Want (All 7)

29. 1) To be assigned interesting and challenging work • 2) Kept informed about work related subjects • 3) Recognized for their efforts • 4) Respected for their skills • 5) Think for themselves • 6) Have their ideas listened to and considered • 7) Empowered to do a good job

30. Sexual Harassment/Hostile Work Environment/Reasonable Woman Standard/Questions for Victims

31. Causes of Agency Stagnations

32. 1) Top Brass out of touch with current crime trends, training, personnel management. • 2) Leadership unwilling to experiment with new programs, better training, new techniques. • 3) Leadership demands greater conformity from its employees. They should remain out of sight, no public statements, no personal publicity. • 4) Agency develops a “Bunker Mentality” of us versus them. • 5) Managers and staff do little self-development.

33. Maintaining Good Media Relations

34. 1) Never Ever Lie • 2) Never use “No Comment” • 3) Don’t play games with Deadlines • 4) Don’t play favorites • 5) Use Press Conferences only for IMPORTANT issues • 6) Make Experts available to the Press • 7) Take Great Care in selecting a PIO • 8) Counsel your Boss (Can’t control them, so educate them) • 9) Meet regularly with Editors, Publishers and Assignment Editors • 10) If you Blow it, Admit it with class and Apologize.

35. Sexual Harassment/Hostile Work Environment/Reasonable Woman Standard/Questions for Victims